In a stable economic environment, disengaged employees tend to leave organizations and be more productive for their next employers. Currently, their options are limited or nonexistent, so these employees and their negative mind sets are increasingly staying put.
The Corporate Executive Board (CEB) discovered that, compared to 2007, disengaged employees are 24% more likely to remain at their current employers. In addition, over the past four years the discretionary effort put forth by these employees has markedly decreased by 53%.
Despite the potential negative effects for this scenario, the upside lies in the opportunity for employers to change the opinions of unhappy employees, and optimize their human capital investments.
With this idea in mind, listening to the workforce and acting on those findings is now more important than ever. In a recent CEB survey of 366 senior HR executives, nearly 70% still plan to conduct employee surveys in 2009 to inform critical business and workforce decisions.
This is a good sign because surveys can provide organizations with vital information and insights that empower HR and front line managers to reengage critical talent who otherwise would be detrimental to business performance. In uncertain market conditions, one fact about effectively engaging employees remains true: Companies with the highest employee effort levels will almost always outperform the market and their competitors.